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Every person that the manager negotiates with, may not necessarily be easy to deal with. Some negotiators turn aggressive to create an impression of their being tough. Instead of getting intimidated, winning is more important. To handle such outrageous behavior :
-> Speak more quietly than them.
-> Have more space in between your words than them.
-> If they interrupt, pause for a few seconds after they finish.
-> Be critical of foul language.
-> Do not rise to a bait if they attack or blame you.
-> Ignore all threats.
TACTICS
Tactics
Making threats |
Counter tactics |
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Certain threatful conditions need to be put in the negotiation deal. A warning of unwelcome repercussions, if one fails to agree to the terms of offer need to be emphasized. A fear of penalties avoids waste of effort and resources. |
It is advisable to state to the other party that negotiations are not possible under stress. A review of the other options available can be made only on the basis of the merit of the case. |
Offering insults
Questions regarding the performance of the Company and professional competence of negotiators amount to insults. Another way of adding insults is to criticize the quality of the product or service. |
Stay calm. Do not lose your temper or offer insults in return. State your position firmly and lead the conversation towards constructive negotiations. |
Bluffing
In bluffing, punitive action without being too specific are given. People, at times also make dubious assertions. |
Call off such bluffs. Refuse to agree to the other party’s terms and wait for a reaction. Question all statements, and ask for evidence to support any claims that appear dubious. |
Using Intimidation
Keeping one waiting, making one sit in an uncomfortable or awkward place and receiving phone call or visitors during negotiations are all signs of Intimidation. |
This are plays to make one feel less confident. Recognize it. The original terms should not be dropped unless concessions have been gained. |
Divide and Rule
It is trying to develop a line between the members of the opposite team by exploiting potential disagreements among them and appealing to the person most sympathetic to the case. |
It is advisable to brief team members in advance and decide on a position that is acceptable to everyone. The meeting should be adjourned if a difference of opinion arises within the team members. |
Using Leading Questions
Asking such questions which leads to declare a weakness in negotiating position which ultimately forces concessions. |
It is better to avoid answering questions, where the intention and meaning is unclear. It is advisable to attach concessions to such conditions. |
Making Emotional Appeals
This done through accusing one of acting unfairly and not agreeing to the terms and conditions. At times there is also an offense created by lack of trust. |
Be fair on the commitment of achieving a fair settlement on business terms. Questions should be asked to test the validity of manipulative claims. Lead the conversation back to discussing the issues. |
Testing the Boundaries
Gaining on additional concessions through minor infringements of the terms agreed, resulting in substantial gain over a long period. |
One should be clear on exactly what the agreement is about. Draw up a clearly worded statement of the terms agreed and hold the other party to these at all times. |
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